Laying Out the Priorities to Move Forward
This second entry in our blog series continues to explore how non-profits (NPs) can navigate the rapids of transformational change as they seek to thrive, find relevance, and survive. Smooth waters are easy to navigate—but when the currents speed up, organizations must be prepared for shifting contexts, growing stakeholder expectations, tighter resources, financial pressures, and leadership challenges. Success lies in aligning strategy with execution.
In Part 1, we focused on three foundational guidelines:
- Guideline 1: A Realistic Appraisal of Non-Profit Context is Critical
- Guideline 2: Start with a Realistic Baseline and Program to Fix the Foundation
- Guideline 3: Build Up Missing Basic Management Disciplines
Having addressed those, the NP must now chart its course through rougher waters—anticipating rocks, eddies, and waves. In this post, we highlight the next set of guidelines that help define the game plan.
Part 2: Laying Out the Priorities to Go Forward
Guideline 4: Perform a Structured, Robust Risk Assessment
Armed with insight from the first three guidelines, the NP is now ready to conduct a meaningful risk analysis—identifying exposures and unmet needs before assigning risk priorities and mitigation strategies.
This is best conducted through a one- or two-day workshop involving a cross-functional team of leaders from all critical areas—funding, operations, constituent services, stakeholder engagement, and more. The goal is to ensure shared understanding of risks and mitigation plans across the organization.
A third-party facilitator—skeptical, neutral, and experienced—is ideal to lead this effort and uncover blind spots. Think of this as a pre-mortem, where you’re exploring what could go wrong before it actually does.
Asking superficial questions, such as apparent strengths and weaknesses, is inadequate. NPs should be assessed on a wide[JD1] range of issues, such as Prometheus Endeavor suggested in You Aren’t in a Digital Lake Wobegon.
Guideline 5: Plot the Course, Set Priorities, and Launch
A comprehensive pre-mortem will likely produce a long list of concerns—some urgent, others less so. It can feel overwhelming.
Start by categorizing each risk along two dimensions:
This prioritization helps focus attention on what matters most. Risks in the high-probability/high-impact quadrant deserve immediate and ongoing attention. The goal is to align everyone on a practical plan for managing those risks and abating their effects.
In navigating this, NPs must balance vision with focus. Stakeholder needs and organizational goals don’t always align neatly. Success requires open exploration, adaptation, and the ability to iterate.
Use these key categories (drawn from Prometheus Endeavor guidance) to organize and address high-priority challenges:
Categories for Risk-Based Planning and Execution
1. The Context
- What was learned in Guidelines1-3
- Identify external and internal limitations and major constraints
- Identify external and internal enablers
2. The Endeavor Itself
- Define a clear mission, vision, and scope
- Articulate your competitive differentiation—NPs must stand out to earn attention and support
- Build a high-level, adaptive strategy
3. Resources
- Identify required skills and capabilities
- Assess current vs. future resource availability
- Develop a realistic gap analysis and sourcing plan
4. Management & Governance
- Establish structures for managing both day-to-day and transformational work
- Implement efficient processes and tech solutions to maximize impact
- Define roles, set goals, and drive accountability
5. Stakeholders
- Strengthen community engagement
- Build trust and demonstrate value
- Expand your stakeholder base
6. Finances
- Develop a multi-year funding strategy
- Pinpoint resource “trigger points” and critical needs
7. Experiential Learning
- Acknowledge that the team is venturing into uncharted waters
- Encourage a discovery mindset
- Accept that pivots and course corrections are inevitable
- Ensure pace, while optimistic must be realistic
- Recognize key inflection points
- Break work into manageable, well-timed chunks
- Avoid overloading critical contributors
Guideline 6: Ensure Professional and Passionate Leadership
White-water rafting and leading transformational change share a core truth: uncertainty is guaranteed. Non-profits need someone who can both steer and inspire—a transformation leader, or as we like to call them, the “Happenator.”
The skills of a white-water rapids guide and of this NP orchestration change manager share several key similarities. Both navigate unpredictable, high-pressure environments while ensuring the safety and success of others. In small to medium-sized organizations, someone must drive the transformation, and this often can’t be delegated and is the Executive Director (ED). Success starts with ensuring the right ED is in place—and fully supported by the Board of Directors (BOD).
The BOD members and donors have many other interests and distractions. The ED is responsible for proactively ensuring the BOD remains actively involved despite their other distractions.
While no “perfect” Happenator exists, the best share these qualities:
- Recognizes the style of leadership must vary and adapt to the individuals, their skills, resources and situation
- Builds teams, sets examples, and ensures accountability
- Flexes the plan as needed—adaptability over rigidity
- Fosters a culture of responsiveness without losing focus
- Understands their limits and recruits complementary skills
- Keeps values intact while adjusting to fluid realities
- Clearly communicates plans, priorities, and progress
- Engages the board and manages key external relationships, including donors
Conclusion: Preparing for the Rapids Ahead
To successfully move forward, non-profits must:
- Conduct a robust, cross-functional risk assessment
- Define and prioritize needs across key strategic categories
- Engage leadership that is both skilled and inspired
We realize there is no universal set of Guidelines. We invite your experiences and comments.
In our next post, we’ll explore sustainability—how to ensure your non-profit can not only survive but thrive beyond the transformation journey. Sustainability will discuss dealing with the uncertainties and surprises that will likely arise.
